Dealing With Difficult Participants – How to manager the Quiet One Or W…

All trainers have to manage difficult participants at one time or another. Whether the difficult participant is a talker or know-it-all, a fighter or arguer, a quiet or withdrawn person, a complainer, an unconsciously incompetent person, a distracter, or a rambler, the trainer needs to know what to do and what not to do when handling the behavior, and how to avoid taking the behavior personally. This article deals with the Quiet One or Withdrawer, who does not make an effort to become part of the discussion.

The Quiet One or Withdrawer is Quiet, nonparticipative, passive in the group. Does not make an effort to become part of the discussion. Can be shy, depressed, afraid, tired, or have a negative attitude towards the group, instructor, or the time of action.

Special observe: This behavior may be difficult for a trainer who is seeking interaction and response. However, the participant may not intend to be difficult. Some learners are very cerebral and deliberate. They need time to absorb and mirror on the content. Their method of actively participating may be by taking copious notes or listening very carefully.

This person may be very shy and uncomfortable speaking up in large groups.

There may be a political reason: higher level management may be in the room and the person may not feel comfortable speaking up in front of them.

Then again, this may be passive/aggressive behavior intended to make a statement by without of participation.

What a Trainer Can Do:

In front of the group:

  • Be respectful.
  • Build in time at the beginning of each interactive exercise for participants to read and work independently before they begin their group discussions.
  • include the participant by posing a question that directly relates to his or her situation or concern.
  • Subtly incorporate the person into the group by using his or her name in hypothetical examples or stories.
  • Have participants pair off instead of working closest in large or small groups. This will be more comfortable for the shy person.
  • Always offer observer roles as options for role plays, games, or simulations.
  • Call this individual by name and ask for an opinion.
  • Ask an easy question that s/he is sure to answer well, then praise him/her.
  • Draw this person out.

If the withdrawer has chosen a very overt behavior to trumpet his or her choice not to participate:

  • Draw the person outside the room, either during an exercise or at a break..
  • Determine the reason for the behavior.
  • Explain the impact of the behavior on the group and the instructor.
  • Offer options: to participate or to leave the session.

In private:

  • During a break, ask the person whether the training is meeting his or her needs, or simply include in small talk. Sometimes, that personal interaction will create sufficient comfort for the person to begin speaking up in class.
  • Get permission from the individual to relate a story or example that s/he told you that is applicable to the training content.
  • Name the behavior and ask if there is anything that you can do differently so that the participant will feel more comfortable speaking up.
  • Provide constructive feedback about the impact of the behavior on the session, the participants, and/or the trainer.
  • Coach the person to select more constructive behavior.
  • Co-opt the person- ask for his or her assistance.

What a Trainer Should NOT Do:

  • Jump to the conclusion that the participant is choosing to be difficult.
  • Interpret the participant’s without of verbal response as an indication of without of interest.
  • Get frustrated.
  • Focus all of his or her attention on trying to include the quiet one.
  • Ignore the participant.

Real Life Example: I had just begun a training program for an organization. As the rest of the group worked on the stated exercise, one man (who, of course, sat smack dab in the middle of the classroom!) just sat there, with his hands folded on top of his unopened participant packet. It was truly rather extraordinary. Everyone else at his table was working by the exercise together, trying to pretend he was not there. It was very clear that I had to do something about the situation- and I will let in to some anxiety about it, because he was an extremely large man- a clearly unhappy, extremely large man.

I decided to call a break earlier than I had planned. I made sure that I walked out of the room next to this man and asked him quietly if we could talk. When we reached a identify away from the others, I told him that I was troubled. I had noticed that he had not opened his materials and wondered why. He explained with some heat that he had been required to attend this workshop, that this had necessitated a very very early start to his morning to excursion to the location from his home several hours away, and that the content of the workshop was something he already knew. According to him, the day was going to be a total waste.

His concerns seemed quite authentic, and I told him that I could appreciate how upset he must be. I then asked him to realize that I had had nothing to do with these issues. I was simply conducting a training program that my client felt was necessary for the participants. If my session was really going to duplicate training he had already received, it made no sense to me that he should have to stay. I promised that he could leave the training without any penalty or repercussions.

He responded that he could not leave, because he had pushed with another person who was in the training. I calmly pointed out that if he remained so clearly withdrawn from the training, that would mirror negatively on my credibility and create a very uncomfortable situation for everyone. I suggested that he use the day at a shopping mall that was just a block away, or see if he could use someone’s office at the location.

To my utter surprise, he asked me if he could stay if he promised to participate! I answered that I would be happy to have him do that- and he was a wonderful, active member of the class for the rest of the day! already his evaluation of the session was positive!

seemingly, having the opportunity to vent his frustration to someone who was nonjudgmental and validated his concerns made a big difference. I think that he appreciated my attempt to make a bad situation better, and he returned the favor. It probably did not hurt to clarify that I was not the bad guy here, I was just doing the job I had been hired to do so that the others would assistance.

Commentary: When confronted with any difficult behavior, we need to be able to step back and objectively estimate what might be the root cause of the behavior. Why would someone withdraw from the class in such a quietly aggressive manner?

I did not know, so I had to ask. You have already read his reasons- and they were very authentic. He did not feel that his needs, his skill, his prior training, or his time had been respected by his managers. So he expressed his anger in a passive-aggressive manner. He was simply conducting his own nonviolent protest.

When the difficult behavior begins almost closest, we can be comparatively certain that WE are not the problem. The issues walked in with the participant.

It might be helpful in these circumstances if we had a pile of envelopes obtainable. We could then ask the participants to take a sheet of paper, write down at all event is troubling them, and put the folded paper into the envelope. The envelope should be sealed and placed behind the last page of the participant packet or folder. We can assure them that the issues will be there at the end of the session, but for now they will not have to worry about them. They can just relax and enjoy the class.

In the next article, we will look at how to manage the Complainer.

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